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Resecurity Appoints Charles Chen to Advisory Board on Artificial Intelligence (AI)

Resecurity Appoints Charles Chen to Advisory Board on Artificial Intelligence (AI)

Business Wire10 hours ago
LOS ANGELES--(BUSINESS WIRE)-- Resecurity (USA), a global leader in cybersecurity and threat intelligence solutions, has appointed Charles Chen, former Senior advisor for the Bureau of Diplomatic Technology and former Director of the Office of Artificial Intelligence & Emerging Technologies at the U.S. Department of State, to its Advisory Board on Artificial Intelligence (AI). This appointment reinforces Resecurity's strategic focus on developing advanced, intelligence-driven cybersecurity solutions powered by responsible and ethical AI.
With nearly three decades of experience in IT infrastructure, ICAM, Secure Communications, cybersecurity, and emerging technologies, Mr. Chen is widely recognized for his leadership at the intersection of national security and digital innovation. At the U.S. Department of State, he led transformative efforts to integrate artificial intelligence and emerging technologies into mission-critical environments, supporting diplomatic technology and security operations across global platforms. His prior experience also includes founding and scaling an international telecommunications firm, reflecting a unique blend of government service and private-sector entrepreneurship.
Mr. Chen holds a Bachelor's degree from UCLA and a Master's degree from Northwestern University, along with several top-tier industry certifications including CISSP, CCSP, CISM, CEH, CCNP, and MCSE. He serves on the Advisory Board of the Cyber Intelligence Initiative (CII) at the Institute of World Politics (IWP) in Washington, D.C., where he contributes to thought leadership on cyber intelligence strategy and the ethical deployment of AI technologies.
According to Gene Yoo, CEO of Resecurity, 'Charles brings invaluable expertise in AI governance, national security, and cyber operations. His strategic vision aligns closely with our mission to harness artificial intelligence to enhance threat detection, fraud prevention, and risk mitigation at scale.' Yoo emphasized that Chen's appointment comes at a critical time as organizations increasingly face highly adaptive and sophisticated cyber threats that demand next-generation solutions.
Charles Chen noted that, 'Artificial intelligence is a transformative force in cybersecurity. The key is building frameworks that balance innovation with ethical responsibility. Resecurity has demonstrated global leadership in this domain, and I'm excited to support their efforts to advance secure and intelligent systems for both public and private sector stakeholders.'
Through this appointment, Resecurity is strengthening its position at the forefront of AI-driven cybersecurity innovation, reinforcing its commitment to advancing threat intelligence, zero-trust frameworks, and digital risk monitoring capabilities globally.
About Resecurity
Resecurity ® is a cybersecurity company that delivers a unified endpoint protection, fraud prevention, risk management, and cyber threat intelligence platform. Known for providing best-of-breed data-driven intelligence solutions, Resecurity's services and platforms focus on early-warning identification of data breaches and comprehensive protection against cybersecurity risks. Founded in 2016, it has been globally recognized as one of the world's most innovative cybersecurity companies with the sole mission of enabling organizations to combat cyber threats regardless of how sophisticated they are. Most recently, by Inc. Magazine, Resecurity was named one of the Top 10 fastest-growing private cybersecurity companies in Los Angeles, California. As a member of InfraGard National Members Alliance (INMA), AFCEA, NDIA, SIA, FS-ISAC, and the American Chamber of Commerce in Saudi Arabia (AmChamKSA), Singapore (AmChamSG), Korea (AmChamKorea), Mexico (AmChamMX), Thailand (AmChamThailand), and UAE (AmChamDubai). To learn more about Resecurity, visit https://resecurity.com.
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Order Up! Take a Trip to the Pizzeria with Kraft Mac & Cheese's New Limited-Edition Pizza Flavor
Order Up! Take a Trip to the Pizzeria with Kraft Mac & Cheese's New Limited-Edition Pizza Flavor

Yahoo

time24 minutes ago

  • Yahoo

Order Up! Take a Trip to the Pizzeria with Kraft Mac & Cheese's New Limited-Edition Pizza Flavor

Kraft is delivering one-dollar boxes of its newest flavor straight to fans' doors in as little as fifteen minutes, complete with a pizza delivery box that smells like it's fresh from the oven PITTSBURGH & CHICAGO, July 29, 2025--(BUSINESS WIRE)--Kraft Mac & Cheese is serving up a slice with its newest limited-edition flavor: Pizza. With bold, savory notes of garlic and classic Italian spices, Kraft captures the essence of a classic slice in every bite, bringing pizza-y goodness to its signature mac & cheese. To celebrate the launch, fans in New York City, Chicago, and Detroit – three of the most iconic pizza capitals of the United States – can get Kraft's newest flavor delivered just like a pizza straight to their doorstep in as little as fifteen minutes in a custom Kraft Mac & Cheese pizza delivery box. Fans can order on Gopuff starting Friday, August 1st, while supplies last, as Fridays are the most popular night of the week to order pizza delivery.1 Each delivery box not only looks like it's straight from the neighborhood pizza parlor, but it smells like it too, complete with that fresh-from-the-oven pizza scent wafting out. In addition to the new flavor and custom box, fans' delivery will include packets of red pepper flakes for any spicy pizza lovers who want to customize their Kraft Mac & Cheese. Perhaps the best part, Kraft is offering its new pizza delivery experience for just one dollar, inspired by the recent revival of the cult classic dollar slice. "Pizza is such an iconic food, and we wanted to create something totally out of the (blue) box to introduce the world to our newest limited-edition flavor," says Cheryl Barbee, Communications Director, Kraft Mac & Cheese at The Kraft Heinz Company. "From the scented delivery box to the rapid delivery timing, red pepper flakes, and even our note to the fans which we designed to look like a 'guest check,' we really lean into the sensorial elements of the pizza delivery experience. We know mac & cheese and pizza fans are going to love it, and we can't wait for them to try our newest flavor." Pizza and mac & cheese share more than just cheesy notes. Both are universal favorites that bring people together at the table, shape memories, and inspire people to customize each bite however they please. With back-to-school fast-approaching, people are busier than ever, stocking up on beloved, delicious, and most importantly, convenient bites including delivery pizza and Kraft Mac & Cheese. Now, Kraft Mac & Cheese is delivering double the nostalgic, cheesy goodness in one bold bite, so people no longer have to choose between the classics. Those unable to experience this special delivery can still revel in the delicious new flavor with Kraft Mac & Cheese Pizza flavor now available for purchase on shelves at retailers nationwide, throughout the back-to-school season. To learn more about Kraft's special delivery experience on Gopuff, visit For more information on Kraft Mac & Cheese Pizza flavor and to stay up to date on the latest news and announcements, follow Kraft Mac & Cheese on Instagram @kraft_macandcheese and TikTok @maccheesebykraft. 1Pizza Delivery Insights, CivicScience Survey, 2023 ABOUT THE KRAFT HEINZ COMPANY We are driving transformation at The Kraft Heinz Company (Nasdaq: KHC), inspired by our Purpose, Let's Make Life Delicious. Consumers are at the center of everything we do. With 2024 net sales of approximately $26 billion, we are committed to growing our iconic and emerging food and beverage brands on a global scale. We leverage our scale and agility to unleash the full power of Kraft Heinz across a portfolio of eight consumer-driven product platforms. As global citizens, we're dedicated to making a sustainable, ethical impact while helping feed the world in healthy, responsible ways. Learn more about our journey by visiting or following us on LinkedIn. ABOUT GOPUFF Gopuff, the leader in instant commerce, offers a relevant and affordable assortment of household essentials, groceries, OTC medication, drinks, snacks and more, all brought to customers' doors in as fast as 15 minutes from local micro-fulfillment centers. Founded in 2013 by co-CEOs Rafael Ilishayev and Yakir Gola, Gopuff leverages proprietary technology, national infrastructure and a hyper-local logistics network to offer unrivaled speed, reliability and affordability to customers across the U.S. and U.K. To learn more, visit or follow Gopuff on Facebook, Twitter or Instagram. Download the Gopuff app on iOS and Android. View source version on Contacts ALISON BROD MARKETING COMMUNICATIONS Kraftheinz@ THE KRAFT HEINZ COMPANY Media@ Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data

Vizient Projects Continued Cost Pressures Across the Healthcare Supply Chain in 2026
Vizient Projects Continued Cost Pressures Across the Healthcare Supply Chain in 2026

Business Wire

time25 minutes ago

  • Business Wire

Vizient Projects Continued Cost Pressures Across the Healthcare Supply Chain in 2026

IRVING, Texas--(BUSINESS WIRE)--Vizient® released its Summer 2025 Spend Management Outlook forecasting a 3.35% increase in pharmaceutical prices in 2026 with healthcare providers seeing increased usage in GLP-1 therapies, specialty medications and high-cost cell and gene therapies. Supply chain prices in products, materials and services are projected to rise 2.41%, led by IT services, capital equipment and surgical supplies. Read the Summer 2025 Spend Management Outlook. The Outlook provides a forward-looking analysis of product cost inflation for the 2026 calendar year and identifies ongoing market challenges—including the evolving impact of U.S. tariffs. Established tariffs as of April were considered in the formulation of the projections for supply chain categories outside of pharmacy. Vizient continues to monitor pending and potential tariffs working with suppliers and providers to mitigate any impact. 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'Health systems must be equipped not only to deliver these therapies, but also to manage their financial impact and navigate the complex acquisition and reimbursement processes associated with them.' Spend for GLP-1 tirzepatide (Mounjaro® and Zepbound™), both manufactured by Eli Lilly and Company, surged by 167% in 2024 compared to 2023 among Vizient pharmacy program participants, with GLP-1 agents ranking seventh and eighth in total Vizient-tracked wholesaler pharmacy spend. As these therapies help reduce obesity-related conditions, hospitals may see a decline in certain associated procedures, including those for hernias, pressure-related wounds and soft tissue complications. At the same time, providers must prepare for potential increases in surgeries linked to medication side effects, such as cholecystectomies or procedures addressing gastrointestinal complications. Immune globulin surpasses Humira® amid rising autoimmune treatment costs Autoimmune and inflammatory therapies have overtaken oncology as the top therapeutic class for the first time, now accounting for 24.83% of total wholesaler-based pharmacy spend among Vizient program participants. Immune globulin is now the number one drug by spend, with a 22% increase since January, driven by expanding use in pediatric and chronic disease segments. Humira® (manufactured by AbbVie Inc.), a longstanding leader in total Vizient pharmacy spend, has declined 7.6% since January to No. 2 in total Vizient pharmacy program spend due to the increase in biosimilar competition. Indirect spend category and capital equipment lead supply chain inflation Indirect spend, encompassing non-clinical goods and services such as security, food services, information technology and construction, accounts for approximately 20-25% of a hospital's total expenses and is expected to rise 3.34%, driven by IT services prices, projected to rise 5.5% and prices for non-medical capital equipment for purchases such as HVAC and furniture, projected to rise 4.17%. Rising labor costs, diseases impacting poultry, cattle and produce and weather-related events, such as drought in the Midwest leading to reduced cattle herds, are driving cost pressures across key food categories—contributing to supply instability and continued pricing volatility. Food prices are projected to increase by 3.31%. 'These changes will significantly impact procurement strategies for health systems in the coming year,' said Jeff King, research and intelligence director, Vizient. 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UPS Releases 2Q 2025 Earnings
UPS Releases 2Q 2025 Earnings

Business Wire

time25 minutes ago

  • Business Wire

UPS Releases 2Q 2025 Earnings

ATLANTA--(BUSINESS WIRE)--UPS (NYSE:UPS) today announced second-quarter 2025 consolidated revenues of $21.2 billion. Consolidated operating profit was $1.8 billion; $1.9 billion on a non-GAAP adjusted basis. Diluted earnings per share were $1.51 for the quarter; non-GAAP adjusted diluted earnings per share were $1.55. UPS announced second-quarter 2025 consolidated revenues of $21.2 billion. Share For the second quarter of 2025, GAAP results include a net charge of $29 million, or $0.04 per diluted share, comprised of after-tax transformation strategy costs of $57 million, partially offset by a $15 million gain from the divestiture of a business within Supply Chain Solutions and a $13 million benefit from the partial reversal of an income tax valuation allowance. 'I want to thank all UPSers for their dedication and hard work in what continues to be a dynamic and evolving trade environment,' said Carol Tomé, UPS chief executive officer. 'Our second quarter results reflect both the complexity of the landscape and the strength of our execution. We are making meaningful progress on our strategic initiatives, and we're confident these actions are positioning the company for stronger long-term financial performance and enhanced competitive advantage." U.S. Domestic Segment † 2Q 2025 Non-GAAP Adjusted 2Q 2025 2Q 2024 Non-GAAP Adjusted 2Q 2024 Revenue $14,083 M $14,201 M Operating profit $916 M $982 M $988 M $996 M Expand Revenue declined 0.8%, primarily driven by the expected decline in volume, partially offset by increases in air cargo and revenue per piece. Operating margin was 6.5%; non-GAAP adjusted operating margin was 7.0%. International Segment 2Q 2025 Non-GAAP Adjusted 2Q 2025 2Q 2024 Non-GAAP Adjusted 2Q 2024 Revenue $4,485 M $4,370 M Operating profit $672 M $682 M $718 M $824 M Expand Revenue increased 2.6%, driven by a 3.9% increase in average daily volume. Operating margin was 15.0%; non-GAAP adjusted operating margin was 15.2%. Supply Chain Solutions 1 † Revenue declined 18.3%, primarily due to the impact from the third quarter 2024 divestiture of Coyote. Operating margin was 8.8%; non-GAAP adjusted operating margin was 8.0%. 2025 Outlook Given the current macro-economic uncertainty, the company is not providing revenue or operating profit guidance, but confirms the following for the full year 2025: Capital expenditures of approximately $3.5 billion Dividend payments expected to be around $5.5 billion, subject to Board approval Effective tax rate of approximately 23.5% $1.4 billion in pension contributions (of which $921 million have been made) Share repurchases of around $1.0 billion, which have been completed $3.5 billion in expected expense reductions due to its network reconfiguration and Efficiency Reimagined initiatives * 'Non-GAAP Adjusted' or 'Non-GAAP Adj.' amounts are non-GAAP adjusted financial measures. See the appendix to this release for a discussion of non-GAAP adjusted financial measures, including a reconciliation to the most closely correlated GAAP measure. † Certain prior year amounts have been reclassified to conform to the current year presentation, including the recast of air cargo results to U.S. Domestic, with no change to consolidated results. Certain amounts are calculated based on unrounded numbers. Expand Conference Call Information UPS CEO Carol Tomé and CFO Brian Dykes will discuss second-quarter results with investors and analysts during a conference call at 8:30 a.m. ET, July 29, 2025. That call will be open to others through a live Webcast. To access the call, go to the UPS Investor Relations page and click on 'Earnings Conference Call.' Additional financial information is included in the detailed financial schedules being posted on under 'Quarterly Earnings and Financials' and as furnished to the SEC as an exhibit to our Current Report on Form 8-K. About UPS UPS (NYSE: UPS) is one of the world's largest companies, with 2024 revenue of $91.1 billion, and provides a broad range of integrated logistics solutions for customers in more than 200 countries and territories. Focused on its purpose statement, 'Moving our world forward by delivering what matters,' the company's approximately 490,000 employees embrace a strategy that is simply stated and powerfully executed: Customer First. People Led. Innovation Driven. UPS is committed to reducing its impact on the environment and supporting the communities we serve around the world. More information can be found at and Forward-Looking Statements This release, our Annual Report on Form 10-K for the year ended December 31, 2024 and our other filings with the Securities and Exchange Commission contain and in the future may contain 'forward-looking statements'. Statements other than those of current or historical fact, and all statements accompanied by terms such as 'will,' 'believe,' 'project,' 'expect,' 'estimate,' 'assume,' 'intend,' 'anticipate,' 'target,' 'plan,' and similar terms, are intended to be forward-looking statements. From time to time, we also include written or oral forward-looking statements in other publicly disclosed materials. Forward-looking statements may relate to our intent, belief, forecasts of, or current expectations about our strategic direction, prospects, future results, or future events; they do not relate strictly to historical or current facts. Management believes that these forward-looking statements are reasonable as and when made. However, caution should be taken not to place undue reliance on any forward-looking statements because such statements speak only as of the date when made and the future, by its very nature, cannot be predicted with certainty. Forward-looking statements are subject to certain risks and uncertainties that could cause actual results to differ materially from our historical experience and our present expectations or anticipated results. These risks and uncertainties include, but are not limited to: changes in general economic conditions in the U.S. or internationally, including as a result of changes in the global trade policy and new or increased tariffs; significant competition on a local, regional, national and international basis; changes in our relationships with our significant customers; our ability to attract and retain qualified employees; strikes, work stoppages or slowdowns by our employees; increased or more complex physical or operational security requirements; a significant cybersecurity incident, or increased data protection regulations; our ability to maintain our brand image and corporate reputation; impacts from global climate change; interruptions in or impacts on our business from natural or man-made events or disasters including terrorist attacks, epidemics or pandemics; exposure to changing economic, political, regulatory and social developments in international and emerging markets; our ability to realize the anticipated benefits from acquisitions, dispositions, joint ventures or strategic alliances; the effects of changing prices of energy, including gasoline, diesel, jet fuel, other fuels and interruptions in supplies of these commodities; changes in exchange rates or interest rates; our ability to accurately forecast our future capital investment needs; increases in our expenses or funding obligations relating to employee health, retiree health and/or pension benefits; our ability to manage insurance and claims expenses; changes in business strategy, government regulations or economic or market conditions that may result in impairments of our assets; potential additional U.S. or international tax liabilities; increasingly stringent regulations related to climate change; potential claims or litigation related to labor and employment, personal injury, property damage, business practices, environmental liability and other matters; and other risks discussed in our filings with the Securities and Exchange Commission from time to time, including our Annual Report on Form 10-K for the year ended December 31, 2024, and subsequently filed reports. You should consider the limitations on, and risks associated with, forward-looking statements and not unduly rely on the accuracy of predictions contained in such forward-looking statements. We do not undertake any obligation to update forward-looking statements to reflect events, circumstances, changes in expectations, or the occurrence of unanticipated events after the date of those statements, except as required by law. The Company routinely posts important information, including news releases, announcements, materials provided or displayed at analyst or investor conferences, and other statements about its business and results of operations, that may be deemed material to investors on the Company's Investors Relations website at The Company uses its website as a means of disclosing material, nonpublic information and for complying with the Company's disclosure obligations under Regulation FD. Investors should monitor the Company's Investor Relations website in addition to following the Company's press releases, filings with the SEC, public conference calls and webcasts. We do not incorporate the contents of any website into this or any other report we file with the SEC. Reconciliation of GAAP and Non-GAAP Adjusted Financial Measures We supplement the reporting of our financial information determined under generally accepted accounting principles ("GAAP") with certain non-GAAP adjusted financial measures. Management views and evaluates business performance on both a GAAP basis and by excluding costs and benefits associated with these non-GAAP adjusted financial measures. As a result, we believe the presentation of these non-GAAP adjusted financial measures better enables users of our financial information to view and evaluate underlying business performance from the same perspective as management. Non-GAAP adjusted financial measures should be considered in addition to, and not as an alternative for, our reported results prepared in accordance with GAAP. Our non-GAAP adjusted financial measures do not represent a comprehensive basis of accounting and therefore may not be comparable to similarly titled measures reported by other companies. Forward-Looking Non-GAAP Adjusted Financial Measures From time to time when presenting forward-looking non-GAAP adjusted financial measures, we are unable to provide quantitative reconciliations to the most closely correlated GAAP measure due to the uncertainty in the timing, amount or nature of any adjustments, which could be material in any period. Expense for Regulatory Matter We supplement our presentation with non-GAAP adjusted financial measures that exclude the impact of an expense to settle a regulatory matter. We do not believe this is a component of our ongoing operations and we do not expect this or similar payments to recur. One-Time Payment for International Regulatory Matter We supplement our presentation with non-GAAP adjusted financial measures that exclude the impact of a payment to settle a previously-disclosed international tax regulatory matter. We do not believe this payment was a component of our ongoing operations and we do not expect this or similar payments to recur. Transformation Strategy Costs We supplement our presentation with non-GAAP adjusted financial measures that exclude the impact of charges related to activities within our transformation strategy. Our transformation strategy activities have spanned several years and are designed to fundamentally change the spans and layers of our organization structure, processes, technologies and the composition of our business portfolio. Our transformation strategy includes initiatives within our Transformation 2.0, Fit to Serve, and Network Reconfiguration and Efficiency Reimagined programs. Various circumstances have precipitated these initiatives, including developments and changes in competitive landscapes, inflationary pressures, consumer behaviors, and other factors including post-COVID normalization and volume diversions attributed to our 2023 labor negotiations. Our transformation strategy has included the following programs and initiatives: Transformation 2.0: We identified opportunities to reduce spans and layers of management, began a review of our business portfolio and identified opportunities to invest in certain technologies, including financial reporting and certain schedule, time and pay systems, to reduce global indirect operating costs, provide better visibility, and reduce reliance on legacy systems and coding languages. Costs associated with Transformation 2.0 have primarily consisted of compensation and benefit costs related to reductions in our workforce and fees paid to third-party consultants. We expect any remaining costs to be incurred during 2025. Fit to Serve: We undertook our Fit to Serve initiative with the intent to right-size our business to create a more efficient operating model that was more responsive to market dynamics through a workforce reduction of approximately 14,000 positions, primarily within management. Fit to Serve is expected to conclude in 2025. Network Reconfiguration and Efficiency Reimagined: Our Network of the Future initiative is intended to enhance the efficiency of our network through automation and operational sort consolidation in our U.S. Domestic network. In connection with our anticipation of lower volumes from our largest customer, we began our Network Reconfiguration, which is an expansion of Network of the Future and will lead to consolidations of our facilities and workforce as well as an end-to-end process redesign. We launched our Efficiency Reimagined initiatives to undertake the end-to-end process redesign effort which will align our organizational processes to the network reconfiguration. We expect to reduce our operational workforce by approximately 20,000 positions during 2025. We closed daily operations at 74 leased and owned buildings by June 30. We continue to review expected changes in volume in our integrated air and ground network to identify additional buildings for closure. We anticipate $3.5 billion of total cost savings will be achieved from Network Reconfiguration and Efficiency Reimagined in 2025. In connection with the Network Reconfiguration and Efficiency Reimagined programs described above, we expect to record between $400 and $650 million in non-GAAP adjusted expense during 2025, related primarily to third-party consulting fees, employee separation benefits, and certain programmatic expenses. We expect the costs associated with these actions may increase should we determine to close additional buildings. In addition, we believe that workforce reductions may require a remeasurement of defined benefit plan benefit obligations and assets during 2025. We are not yet able to estimate the timing or potential impact of such an event. We do not consider the related costs to be ordinary because each program involves separate and distinct activities that may span multiple periods and are not expected to drive incremental revenue, and because the scope of the programs exceeds that of routine, ongoing efforts to enhance profitability. These initiatives are in addition to ordinary, ongoing efforts to enhance business performance. Goodwill and Asset Impairments We supplement our presentation with non-GAAP adjusted financial measures that exclude the impact of goodwill and certain asset impairment charges, including impairments of long-lived assets and equity method investments. We do not consider these charges when evaluating the operating performance of our business units, making decisions to allocate resources or in determining incentive compensation awards. Gains and Losses Related to Divestitures We supplement our presentation with non-GAAP adjusted financial measures that exclude the impact of gains (or losses) related to the divestiture of businesses. We do not consider these transactions to be a component of our ongoing operations, nor when evaluating the operating performance of our business units, making decisions to allocate resources or in determining incentive compensation awards. Reversal of Income Tax Valuation Allowance We previously recorded non-GAAP adjustments for transactions that resulted in capital loss deferred tax assets not expected to be realized. We now expect a portion of these capital losses to be realized in future periods. We supplement our presentation with non-GAAP adjusted financial measures that exclude the impact of subsequent changes in the valuation allowances against these deferred tax assets as we believe such treatment is consistent with how the valuation allowance was initially established. Non-GAAP Adjusted Cost per Piece We evaluate the efficiency of our operations using various metrics, including non-GAAP adjusted cost per piece. Non-GAAP adjusted cost per piece is calculated as non-GAAP adjusted operating expenses in a period divided by total volume for that period. Because non-GAAP adjusted operating expenses exclude costs or charges that we do not consider a part of underlying business performance when monitoring and evaluating the operating performance of our business units, making decisions to allocate resources or in determining incentive compensation awards, we believe this is the appropriate metric on which to base reviews and evaluations of the efficiency of our operational performance. Free Cash Flow We calculate free cash flow as cash flows from operating activities less capital expenditures, proceeds from disposals of property, plant and equipment, and plus or minus the net changes in other investing activities. We believe free cash flow is an important indicator of how much cash is generated by our ongoing business operations and we use this as a measure of incremental cash available to invest in our business, meet our debt obligations and return cash to shareowners. United Parcel Service, Inc. Reconciliation of GAAP and Non-GAAP Adjusted Measures (unaudited) Three Months Ended June 30, (amounts in millions) 2025 2025 Net Income (GAAP) $ 1,283 Diluted Earnings Per Share (GAAP) $ 1.51 Transformation Strategy Costs: Transformation Strategy Costs: Transformation 2.0 Transformation 2.0 Business portfolio review (13 ) Business portfolio review (0.01 ) Financial systems 11 Financial systems 0.01 Transformation 2.0 total (2 ) Transformation 2.0 total — Fit to Serve 7 Fit to Serve 0.01 Network Reconfiguration and Efficiency Reimagined 52 Network Reconfiguration and Efficiency Reimagined 0.07 Total Transformation Strategy Costs 57 Total Transformation Strategy Costs 0.08 Gain on Divestiture (1) (15 ) Gain on Divestiture (1) (0.02 ) (1) Reflects pre-tax gain of $20 million and related tax effect on the divestiture of a business within Supply Chain Solutions. (2) Reflects the partial reversal of an income tax valuation allowance. Expand United Parcel Service, Inc. Reconciliation of GAAP and Non-GAAP Adjusted Measures (unaudited) Three Months Ended June 30, (amounts in millions) 2024 2024 Operating Profit (GAAP) $ 1,944 Diluted Earnings Per Share (GAAP) $ 1.65 Transformation Strategy Costs: Transformation Strategy Costs: Transformation 2.0 Transformation 2.0 Business portfolio review (10 ) Business portfolio review (0.01 ) Financial systems 13 Financial systems 0.01 Transformation 2.0 total 3 Transformation 2.0 total — Fit to Serve 24 Fit to Serve 0.02 Total Transformation Strategy Costs 27 Total Transformation Strategy Costs 0.02 One-Time Payment for Int'l Regulatory Matter (1) 88 One-Time Payment for Int'l Regulatory Matter (1) 0.11 (1) Reflects a one-time payment for an international regulatory matter of $88 million and related interest of $6 million. (2) Reflects expense related to the settlement of a regulatory matter. Expand United Parcel Service, Inc. Reconciliation of GAAP and Non-GAAP Adjusted Measures (unaudited) Six Months Ended June 30 (amounts in millions) 2025 2025 Operating Profit (GAAP) $ 3,488 Operating Margin (GAAP) 8.2 % Transformation Strategy Costs: Transformation Strategy Costs: Transformation 2.0 Transformation 2.0 Business portfolio review (18 ) Business portfolio review (0.1 )% Financial systems 31 Financial systems 0.1 % Transformation 2.0 total 13 Transformation 2.0 total — % Fit to Serve 28 Fit to Serve 0.1 % Network Redesign and Efficiency Reimagined 91 Network Redesign and Efficiency Reimagined 0.2 % Total Transformation Strategy Costs 132 Total Transformation Strategy Costs 0.3 % Gain on Divestiture (1) (20 ) Gain on Divestiture (1) (0.1 )% Goodwill and Asset Impairment Charges (2) 39 Goodwill and Asset Impairment Charges (2) 0.1 % Non-GAAP Adjusted Operating Profit $ 3,639 Non-GAAP Adjusted Operating Margin 8.5 % (amounts in millions) 2025 Other Income (Expense) (GAAP) $ (303 ) Goodwill and Asset Impairment Charges (2) 19 Non-GAAP Adjusted Other Income (Expense) $ (284 ) (1) Reflects a pre-tax gain of $20 million on the divestiture of a business within Supply Chain Solutions. (2) Reflects impairment charges for long-lived assets and related tax effect charges for a business within Supply Chain Solutions and the write-down of an equity investment in 2025. Expand United Parcel Service, Inc. Reconciliation of GAAP and Non-GAAP Adjusted Measures (unaudited) Six Months Ended June 30 (amounts in millions) 2025 Income Tax Expense (GAAP) $ 715 Transformation Strategy Costs: Transformation 2.0 Business portfolio review (5 ) Financial systems 8 Transformation 2.0 total 3 Fit to Serve 6 Network Redesign and Efficiency Reimagined 22 Total Transformation Strategy Costs 31 Gain on Divestiture (1) (5 ) Goodwill and Asset Impairment Charges (2) 9 Reversal of Income Tax Valuation Allowance (3) 23 Non-GAAP Adjusted Income Tax Expense $ 773 (1) Reflects a pre-tax gain of $20 million on the divestiture of a business within Supply Chain Solutions. (2) Reflects impairment charges for long-lived assets and related tax effect charges for a business within Supply Chain Solutions and the write-down of an equity investment in 2025. (3) Reflects the partial reversal of an income tax valuation allowance. Expand United Parcel Service, Inc. Reconciliation of GAAP and Non-GAAP Adjusted Measures (unaudited) Six Months Ended June 30 (amounts in millions) 2025 2025 Net Income (GAAP) $ 2,470 Diluted Earnings Per Share (GAAP) $ 2.91 Transformation Strategy Costs: Transformation Strategy Costs: Transformation 2.0 Transformation 2.0 Business portfolio review (13 ) Business portfolio review (0.02 ) Financial systems 23 Financial systems 0.03 Transformation 2.0 total 10 Transformation 2.0 total 0.01 Fit to Serve 22 Fit to Serve 0.03 Network Redesign and Efficiency Reimagined 69 Network Redesign and Efficiency Reimagined 0.08 Total Transformation Strategy Costs 101 Total Transformation Strategy Costs 0.12 Gain on Divestiture (1) (15 ) Gain on Divestiture (1) (0.02 ) Goodwill and Asset Impairment Charges (2) 49 Goodwill and Asset Impairment Charges (2) 0.06 Reversal of Income Tax Valuation Allowance (3) (23 ) Reversal of Income Tax Valuation Allowance (3) (0.03 ) (1) Reflects a pre-tax gain of $20 million on the divestiture of a business within Supply Chain Solutions. (2) Reflects impairment charges for long-lived assets and related tax effect charges for a business within Supply Chain Solutions and the write-down of an equity investment in 2025. (3) Reflects the partial reversal of an income tax valuation allowance. Expand United Parcel Service, Inc. Reconciliation of GAAP and Non-GAAP Adjusted Measures by Segment (unaudited) Six Months Ended June 30 2025 2024 2025 2024 2025 2024 Adjusted for: Goodwill and Asset Impairment Charges — (5 ) — 5 — % — % Adjusted for: Transformation Strategy Costs (23 ) (42 ) 23 42 0.3 % 0.6 % Goodwill and Asset Impairment Charges — (2 ) — 2 — % — % One-Time Int'l Regulatory Matter — (88 ) — 88 — % 1.0 % GAAP $ 5,086 $ 6,069 (16.2 )% $ 280 $ 362 (22.7 )% 5.2 % 5.6 % Adjusted for: Transformation Strategy Costs (11 ) (14 ) 11 14 0.2 % 0.2 % Gain on Divestiture 20 — (20 ) — (0.4 )% — % Goodwill and Asset Impairment Charges (39 ) (41 ) 39 41 0.8 % 0.7 % Expense for Regulatory Matter — (45 ) — 45 — % 0.7 % Non-GAAP Adjusted Measure $ 5,056 $ 5,969 (15.3 )% $ 310 $ 462 (32.9 )% 5.8 % 7.2 % Expand United Parcel Service, Inc. Reconciliation of Free Cash Flow (Non-GAAP measure) (unaudited): Six Months Ended June 30, (amounts in millions) 2025 Cash flows from operating activities $ 2,666 Capital expenditures (1,999 ) Proceeds from disposals of property, plant and equipment 91 Other investing activities (16 ) Free Cash Flow (Non-GAAP measure) $ 742 Expand

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